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In 2014 Alibaba debuted on the New York Stock exchange, creating not only the largest IPO in history but this initial desire to list on the Hong Kong Stock Exchange was denied due to the company's desire to preserve its partner's control over decision rights. Why did Hong Kong deny Alibaba's requests to list dual-class shares or to allow its partners to nominate a majority of the board of directors, and in the process turn away a superstar in Alibaba? Why did American stock markets approve of Alibaba's governance structures, despite the warnings of many governance experts? How can investors ensure that their capital would be deployed effectively by the company's top management?

learning objective:

This case is designed to introduce the institutions of corporate governance in the U.S. and to facilitate a discussion among students about the merits of different paradigms of market regulation. Should policymakers promote a prescriptive model that tightly regulates the governance structures of firms? Or does a model that allows for greater freedom in designing governance arrangements to facilitate a more dynamic economic system? What are some key factors in adjudicating the merits of these alternatives?

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Late in 2013, Novartis CEO Joseph Jimenez was considering whether or how to deepen the company's investment in Arogya Parivar, its profitable program that sold Novartis medicines in rural India while expanding access to medicine and health information to millions of Indian villagers.

learning objective:

Addresses the organizational, geographic, and management opportunities and challenges arising from a global multinational's implementation of a shared value program.

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The case, set in the middle of 2014, reviews the first six months of marketplace activity in Colorado, following the legalization of marijuana for recreational use and the expansion of marijuana retailing from medical dispensaries to recreational stores. The case permits an assessment of marijuana regulatory initiatives, at both the state and federal levels, and invites an appraisal of the current and prospective evolution of the marijuana market, in Colorado and nationally.

learning objective:

To explore the public health considerations in the progressive legalization of a previously banned substance. To evaluate the business models of private sector players in a highly regulated market. To discuss how a fledgling market is likely to evolve over time in terms of market players and go-to-market programs.

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This case examines how Harley-Davidson has worked to globalize its business by focusing on how CEO Matt Levatich and India country manager Anoop Prakash assess and act on the opportunities and challenges posed by entering the Indian market, and where and how the lessons they learn there are applicable elsewhere both geographically and within Harley-Davidson's organization.

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This case examines how Harley-Davidson has worked to globalize its business by focusing on how CEO Matt Levatich and India country manager Anoop Prakash assess and act on the opportunities and challenges posed by entering the Indian market, and where and how the lessons they learn there are applicable elsewhere both geographically and within Harley-Davidson's organization.

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To maximize their effectiveness, color cases should be printed in color.

In late 2013, Rajeev Kulkarni needed to decide how best to facilitate the emergence of a broad base of users and content to promote the sale of 3D Systems's consumer-focused 3D printers. As yet, neither the company nor users had identified an indispensable application for 3D printing for consumers, despite a plethora of potential opportunities.

learning objective:

To expose students to the opportunities and challenges 3D Systems faces in broadening sales of its consumer 3D printers by developing a two-sided platform comprised of consumers and content providers.

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In 2013, Aldi - the world's 8th largest retailer - planned to accelerate its US expansion. Aldi was a German-based hard discounter that sold a limited assortment of private-label groceries and household items in barebones stores. Despite its presence with 1200 stores in 32 states, Aldi was still relatively unknown in the US. But it was often cited as one of the reasons for Walmart's exit from Germany. Could it compete with Walmart in the US, Walmart's home market?

learning objective:

To analyze a company's strategy and sources of competitive advantage (both value creation advantage and bargaining advantage), how these drive competitive interactions, and how they may originate in a founder's values and beliefs. To illustrate the PVA framework.

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Beidahuang is a major new Chinese player in global grain trading that in 2013 is seeking access to grain both to help assure China's food security and in pursuit of its own commercial goals. Focusing on potential trade in Brazilian soybeans, the case asks students to re-evaluate the role of agricultural cooperatives in the global trading system and to assess what sort of model Beidahuang can create to capitalize on current industry trends while remaining true to its character as a leading Chinese agricultural grower and distributor.

learning objective:

To evaluate how a significant new market player can best collaborate within the existing system of global grain trading even as it begins to exert its own influence on the system in the course of pursuing its commercial goals.

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Endeavor Global was a nonprofit that for 15 years had worked to nurture entrepreneurship in emerging markets by selecting local high-impact entrepreneurs for mentoring and aid in scaling up their businesses from committed local business leaders. In summer 2012, Endeavor received an invitation to replicate its model in Miami, Florida, and the Endeavor board was meeting to debate the value of such a move. At issue were questions of organizational mission and the relevance of Miami, as well as branding, funding, and focus. The invitation had come in the midst of a major expansion effort by Endeavor into new emerging markets and threatened to disrupt those efforts and tax a new hybrid funding model which Endeavor was implementing. Founder Linda Rottenberg with the support of her board must determine the implications of possibly opening in Miami on Endeavor's resources and mission? How could Rottenberg justify to overseas affiliates a choice to invest in a first-world city?

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